TECHNOLOGY INNOVATIONS AND CLOUD COMPUTING IN PROJECT MANAGEMENT: AN ANALYSIS OF THE ACADEMIC AND INDUSTRY PERSPECTIVES IN CAPE TOWN, SOUTH AFRICA (original) (raw)

As one of the enabling Information Technology (IT) tools, cloud computing offers a value adding alternative to conventional information handling, storage and exchange solutions in the Project Management (PM) practice. It can simplify the management of remote, mission critical and complex projects at modest costs. This paper presents an exploration into the potential of cloud computing in management disciplines, and to understand its adoption in PM, so as to advance the practical objectives of this management practice. To this end, qualitative techniques under the interpretive approach were used to facilitate the investigation. That is, 8 respondents consisting of 2 academic experts-1 from the Cape Peninsula University of Technology (CPUT) and another one from the University of Cape Town (UCT), 4 technology literate project managers and 2 client service providers of cloud computing were selected from 3 financial organizations and 1 official from an engineering firm in Cape Town. The idea was to gain variable insight on the relevance of cloud computing in PM, and to compare it with the practical needs and practices of the work place. In this quest, the Structuration Theory (ST) was used as an analytical framework together with content analysis technique to analyze data. The findings indicate that educators see cloud computing as a value adding innovation – to facilitate information sharing, storage and exchange. However, they were skeptical about its relevance in facilitating management operations. Findings also show an acceptable level of awareness of cloud computing in the private sector, albeit, with some negative perceptions that may threaten the adoption of cloud computing in PM. Standards also seemed to be compromised by cynics in the discipline. Rigid organizational norms also re-enforce resistance to change in the PM practice. Nevertheless, positive developments were that projects failure rate was clearly on the decline, which is further enhanced by the adoption of new innovative technological tools and systems. It is, thus, recommended for project managers to review cloud-computing benefits in accordance with their requirements. In conclusion, resources did not only prove to be a significant matter in PM, but also instrumental in advancing PM efficiencies and PM success. Therefore, both the executive and project managers should keep themselves informed of value adding innovations such as cloud computing, and be open to changes that can advance the organizational course in the increasingly competitive and globalizing economy.